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A poem written by a IT professional in frustration of change. As in today India, it necessity to change company after a year or two to grow. Increment are very low these days in services companies even the chances of going abroad ( which is the one of the factor by which IT people became rich ) are poor.
न करू स्विच ?
न करू स्विच ?
अंधियारी निशा का साया
सप्ताह्तं संध्या पर
काम का चरम दबाव
वातानुकूलित लेब मे बैठ
मेरा निशाचरी दिल सोचता हैं
न करू स्विच ??

“New Delhi: On the face of a high attrition rate in the IT sector, Infosys has raised the exit barrier for its staff, making it mandatory for them to sign a non-compete agreement letter alongside this year’s annual hike letters.
The new clause has been added to the employment terms as a part of the company’s strategy to retain employees and control attrition, media reports said on Wednesday.
What this means is that the employees will now need to give an undertaking that they will not join any of its competitors for a period of six months after their job termination at Infosys.
According to the reports, the non-compete agreement specifies Infosys’ competitors as Tata Consultancy Services (TCS), Accenture, IBM Global Services, Cognizant Technology Solutions and Wipro.
The agreement letter also mentions that the employees cannot accept job offers even from its clients (which they have serviced in the last 12 months) for a period of six months.
The clause will make it difficult, if not impossible, for employees to find employment with its customers and some of its competition.
Infosys head (HR), Bikramjit Maitra, confirmed the move to The Economic Times, saying the reason behind including only a few firms in the “named competition” was to keep the terms reasonable and not restrict employment opportunities available to individuals.
Asking employees to sign non-compete clause isn’t that unusual. Almost all major IT firms like Accenture, Wipro supposedly do it. In fact, the newspaper quoted a senior Infosys executive as saying that his company may be one of the last few to initiate this on a formal basis.”

I don’t understand that how can these people make an agreement by their own. Anyone can question that in court. Are these HR people doing know the labor rules in India?
U can not make people to stay in a company forcefully. At one side you want to pull others workforce by giving them lucrative packages and at other end wants your employee to stay.
I have seen in most of the company that your hike will be very nominal so if u want to increase your package, you need to jump. If these firms really wants to keep their employee the need to understand that
when they hire a employee from outside, people who are in the company with same exp and calibre should not feel that this guy got more money. Give them a nice hike every year.
Even its very hard in this competitive world but remember on thing programmer are key to sucess these companies not these middle layer manager who just make, graphs and charts to deliver things.
Programmers needs to treat well. I have seen in y job that senior manager will go onsite for long and so many good programmers would lose the opportunity. And every one knows managers never do coding….. :).
There are so many things also which Infosys applied in its starting days. People are not only workers there, they have a share of Infosys profit, and these kinds of policies are key factor in initial days of Infy. People were so loyal….They need to think

A good news for bewada’s like my friend circle.Sooner or later it will come to India and then we can easily keep this in pocket and drink where we want 🙂

AMSTERDAM — Dutch students have developed powdered alcohol which they say can be sold legally to minors.
The latest innovation in inebriation, called Booz2Go, is available in 20-gram packets that cost 1-1.5 euros ($1.35-$2).
Top it up with water and you have a bubbly, lime-colored and -flavored drink with just 3 percent alcohol content.
“We are aiming for the youth market. They are really more into it because you can compare it with Bacardi-mixed drinks,” 20-year-old Harm van Elderen told Reuters.
Van Elderen and four classmates at Helicon Vocational Institute, about an hour’s drive from Amsterdam, came up with the idea as part of their final-year project.
“Because the alcohol is not in liquid form, we can sell it to people below 16,” said project member Martyn van Nierop.
The legal age for drinking alcohol and smoking is 16 in the Netherlands.

Cradled in the lap of majestic mountains of the Himalayas, Kashmir is the most beautiful place on earth. On visiting the Valley of Kashmir, Jahangir,
one of the Mughal emperors, is said to have exclaimed: “If there is paradise anywhere on earth, it is here, it is here, it is here.”
till very, very recent times it was paradise on earth. But now the paradise has been turned into hell. I went to kashmir after my marriage.
I heard a lot about it, my friends warned me for not going there as that place is not safe. Everyday you will hear some news about attack,
terrorism so many things. But still I decided to go there with my wife.

With the emergence of Islamic fundamentalism all over the world, this theo-fascist brand of political philosophy accompanied by hatred, intolerance,
and terrorism was pushed into and peddled in the peaceful valley by Pakistan. And now the rapture of birdsong and murmur of gentle streams of yesteryears
is replaced by the misery of physical and psychic violence instigated by the terrorists.

But as soon as I landed in the valley, I got surprised the way people behaved. I everyone was showing that how good they are in hospitality.
This is a very good place for tourism. Where ever I went I found people were ready to help and after that they reapeated ” yahan kashmiri aapki bahut madad karega, aapki
mehman nawaji me kuch bhi karega, pura hindustan me aisa nahin milega tumko”. In starting i wondered why everyone is so much emphasizing that kashmiris are good people to Hindustani people.
I think they still not at heart able to accept that they are integral part of India.They are many reason for this. historical, political but one of the main factor that I realized is…
They still cut-off from rest of India. They don’t have much employment opportunity neither good education facilities. Indian economy is growing at 9.2% annually, this does not matter to any kashmiri, who is
residing in kashmir.

When I was traveling from Jammu to Srinagar, I noticed that its only 290 KM then why that taxi driver said it will take 12 hrs. But as we proceeded I got to know…Its a single highway connecting Jammu and Srinagar.
That is in so poor condition, I know that its very much difficult to make roads at such height and more over to maintain those roads but still in today’s world, where technology is at its
peak nothing is impossible. Like one Jawaharlal tunnel the constructed to cross on mountain range. It can be repeated for other ranges also. I read a slogan of BECON ( Govt body that takes care of roads and infrastructure at boarders)
” IT TAKES BLOOD,SWEAT AND TIME TO CONSTRUCT ROADS ON BOARDER, PLEASE TAKE CARE OF THEM”. It really touched me. As anything happens, its a traffic jam or road block that thing needs to be cleared by army or CRPF.
Everywhere you will gunman, more den local people. And local man, police everybody is so much afraid of these people.

Every kashmiri have a identity card issued by the respective department of Govt. where ever he goes he need to show it for his identity. When me and my wife traveling from Srinagar to Gulmarg, at on check post our taxi stopped for checking.
CRPF called everyone out and said show ID cards and sit down in a row. They saw me and one of the soldier asked ” kahan tai aaya hai bai’ I said “Haryana” .
His reaction was ” arre baithe raho andar”. No need to check as I am a north India or say belongs from rest of India. I was surprised that can’t any terrorist belongs from rest of India and come here as a tourist.

One more thing that made me to think is that in their villages they don’t have any privacy at all.In any street, at any filed or infront of anyone’s house these soldier will come and sit for petrolling purpose.I know what was the situation in kashmir
But just thinking, what was the life of those poor kashmiris.As our taxi driver told me that in his village he is the only guy of his age group who is alive…I was not able to react on his statement………….

N R Narayana Murthy, chief mentor and chairman of the board, Infosys Technologies, delivered a pre-commencement lecture at the New York University ( Stern School of Business) on May 9. It is a scintillating speech, Murthy speaks about the lessons he learnt from his life and career.

Dean Cooley, faculty, staff, distinguished guests, and, most importantly, the graduating class of 2007, it is a great privilege to speak at your commencement ceremonies.

I thank Dean Cooley and Prof Marti Subrahmanyam for their kind invitation.
I am exhilarated to be part of such a joyous occasion. Congratulations to you, the class of 2007, on completing an important milestone in your life journey.

After some thought, I have decided to share with you some of my life lessons. I learned these lessons in the context of my early career struggles, a life lived under the influence of sometimes unplanned events which were the crucibles that tempered my character and reshaped my future.

I would like first to share some of these key life events with you, in the hope that these may help you understand my struggles and how chance events and unplanned encounters with influential persons shaped my life and career.

Later, I will share the deeper life lessons that I have learned. My sincere hope is that this sharing will help you see your own trials and tribulations for the hidden blessings they can be.

The first event occurred when I was a graduate student in Control Theory atIIT, Kanpur, in India . At breakfast on a bright Sunday morning in 1968, I had a chance encounter with a famous computer scientist on sabbatical from a well-known US university.

He was discussing exciting new developments in the field of computer science with a large group of students and how such developments would alter our future. He was articulate, passionate and quite convincing. I was hooked. I went straight from breakfast to the library, read four or five papers he had suggested, and left the library determined to study computer science.

Friends, when I look back today at that pivotal meeting, I marvel at how one role model can alterfor the better the future of a young student. This experience taught me that valuable advice can sometimes come from an unexpected source, and chance events can sometimes open new doors.

The next event that left an indelible mark on me occurred in 1974. The
location: Nis , a border town between former Yugoslavia , now Serbia , and Bulgaria . I was hitchhiking from Paris back to Mysore , India , my home town.

By the time a kind driver dropped me at Nis railway station at 9 p.m. on a Saturday night, the restaurant was closed. So was the bank the next morning, and I could not eat because I had no local money. I slept on the railway platform until 8.30 pm in the night when the Sofia Express pulled in.

The only passengers in my compartment were a girl and a boy. I struck a conversation in French with the young girl. She talked about the travails of living in an iron curtain country, until we were roughly interrupted by some policemen who, I later gathered, were summoned by the youn man who thought we were criticising the communist government of Bulgaria .

The girl was led away; my backpack and sleeping bag were confiscated. I was dragged along the platform into a small 8×8 foot room with a cold stone floor and a hole in one corner by way of toilet facilities. I was held in that bitterly cold room without food or water for over 72 hours.

I had lost all hope of ever seeing the outside world again, when the door opened. I was again dragged out unceremoniously, locked up in the guard’s compartment on a departing freight train and told that I would be released 20 hours later upon reaching Istanbul . The guard’s final words still ring in my ears — “You are from a friendly country called Indiaand that is why we are letting you go!”

The journey to Istanbul was lonely, and I was starving. This long, lonely, cold journey forced me to deeply rethink my convictions about Communism.
Early on a dark Thursday morning, after being hungry for 108 hours, I was purged of any last vestiges of affinity for the Left.

I concluded that entrepreneurship, resulting in large-scale job creation, was the only viable mechanism for eradicating poverty in societies.

Deep in my heart, I always thank the Bulgarian guards for transforming me from a confused Leftist into a determined, compassionate capitalist!
Inevitably, this sequence of events led to the eventual founding of Infosys in 1981.

While these first two events were rather fortuitous, the next two, both concerning the Infosys journey, were more planned and profoundly influenced my career trajectory.

On a chilly Saturday morning in winter 1990, five of the seven founders of Infosys met in our small office in a leafy Bangalore suburb. The decision at hand was the possible saleof Infosys for the enticing sum of $1 million . After nine years of toil in the then business-unfriendly India , we were quite happy at the prospect of seeing at least some money.

I let my younger colleagues talk about their future plans. Discussions about the travails of our journey thus far and our future challenges went on for about four hours. I had not yet spoken a word.

Finally, it was my turn. I spoke about our journey from a small Mumbai apartment in 1981 that had been beset with many challenges, but also of how I believed we were at the darkest hour before the dawn. I then took an audacious step. If they were all bent upon selling the company, I said, I would buy out all my colleagues, though I did not have a centin my pocket.

There was a stunned silence in the room. My colleagues wondered aloud about my foolhardiness. But I remained silent. However, after an hour of my arguments, my colleagues changed their minds to my way of thinking. I urged them that if we wanted to create a great company, we should be optimistic and confident. They have more than lived up to their promise of that day.

In the seventeen years since that day, Infosys has grown to revenues in excess of $3.0 billion, a net income of more than $800 million and a market capitalisation of more than $28 billion, 28,000 times richer than the offer of $1 million on that day.

In the process, Infosys has created more than 70,000 well-paying jobs, 2,000-plus dollar-millionaires and 20,000-plus rupee millionaires.

A final story: On a hot summer morning in 1995, a Fortune-10 corporation had sequestered all their Indian software vendors, including Infosys, in different rooms at the Taj Residency hotel in Bangalore so that the vendors could not communicate with one another. This customer’s propensity for tough negotiations was well-known. Our team was very nervous.

First of all, with revenues of only around $5 million, we were minnows compared to the customer.

Second, this customer contributed fully 25% of our revenues. The loss of this business would potentially devastate our recently-listed company.

Third, the customer’s negotiation style was very aggressive. The customer team would go from room to room, get the best terms out of each vendor and then pit one vendor against the other. This went on for several rounds.
Our various arguments why a fair price — one that allowed us to invest in good people, R&D, infrastructure, technology and training — was actually in their interest failed to cut any ice with the customer.

By 5 p.m. on the last day, we had to make a decision right on the spot whether to accept the customer’s terms or to walk out.

All eyes were on me as I mulled over the decision. I closed my eyes, and reflected upon our journey until then. Through many a tough call, we had always thought about the long-term interests of Infosys. I communicated clearly to the customer team that we could not accept their terms, since it could well lead us to letting them down later. But I promised a smooth, professional transition to a vendor of customer’s choice.

This was a turning point for Infosys.

Subsequently, we created a Risk Mitigation Council which ensured that we would never again depend too much on any one client, technology, country, application area or key employee. The crisis was a blessing in disguise.
Today, Infosys has a sound de-risking strategy that has stabilised its revenues and profits.

I want to share with you, next, the life lessonsthese events have taught me.

1. I will begin with the importance of learning from experience. It is less important, I believe, where you start. It is more important how and what you learn. If the quality of the learning is high, the development gradient is steep, and, given time, you can find yourself in a previously unattainable place. I believe the Infosys story is living proof of this.

Learning from experience, however, can be complicated. It can be much more difficult to learn from successthan from failure. If we fail, we think carefully about the precise cause. Success can indiscriminately reinforce all our prior actions.

2. A second theme concerns the power of chance events. As I think across a wide variety of settings in my life, I am struck by the incredible role played by the interplay of chance events with intentional choices. While the turning points themselves are indeed often fortuitous, how we respond to them is anything but so. It is this very quality of how we respond systematically to chance events that is crucial.

3. Of course, the mindset one works with is also quite critical. As recent work by the psychologist, Carol Dweck, has shown, it matters greatly whether one believes in ability as inherent or that it can be developed.
Put simply, the former view, a fixed mindset, creates a tendency to avoid challenges, to ignore useful negative feedback and leads such people to plateau early and not achieve their full potential.

The latter view, a growth mindset, leads to a tendency to embrace challenges, to learn from criticismand such people reach ever higher levels of achievement (Krakovsky, 2007: page 48).

4. The fourth theme is a cornerstone of the Indian spiritual tradition:
self-knowledge. Indeed, the highest form of knowledge, it is said, is self-knowledge. I believe this greater awareness and knowledge of oneself is what ultimately helps develop a more grounded belief in oneself, courage, determination, and, above all, humility, all qualities which enable one to wear one’s success with dignity and grace.

Based on my life experiences, I can assert that it is this belief in learning from experience, a growth mindset, the power of chance events, and self-reflection that have helped me grow to the present.

Back in the 1960s, the odds of my being in front of you today would have been zero. Yet here I stand before you! With every successive step, the odds kept changing in my favour, and it is these life lessons that made all the difference.

My young friends, I would like to end with some words of advice. Do you believe that your future is pre-ordained, and is already set? Or, do you believe that your future is yet to be written and that it will depend upon the sometimes fortuitous events?

Do you believe that these events can provide turning points to which you will respond with your energy and enthusiasm? Do you believe that you will learn from these events and that you will reflect on your setbacks? Do you believe that you will examine your successes with even greater care?

I hope you believe that the future will be shaped by several turning points with great learning opportunities. In fact, this is the path I have walked to much advantage.

A final word: When, one day, you have made your mark on the world, remember that, in the ultimate analysis, we are all mere temporary custodians of the wealthwe generate, whether it be financial, intellectual, or emotional. The best use of all your wealth is to share it with those less fortunate.

I believe that we have all at some time eaten the fruit from trees that we did not plant. In the fullness of time, when it is our turn to give, it behooves us in turn to plant gardensthat we may never eat the fruit of, which will largely benefit generations to come. I believe this is our sacred responsibility, one that I hope you will shoulder in time.

Thank you for your patience. Go forth and embrace your future with open arms, and pursue enthusiastically your own life journey of discovery!!!

The economic liberalization of 1991, initiated by then Indian prime minister P. V. Narasimha Rao and
his finance minister Manmohan Singh in response to a balance-of-payments crisis,
did away with the Licence Raj (investment, industrial and import licensing) and ended many public monopolies,
allowing automatic approval of foreign direct investment in many sectors.
Since then, the overall direction of liberalization has remained the same,
irrespective of the ruling party, although no party has yet tried to take on
powerful lobbies such as the trade unions and farmers, or contentious issues
such as reforming labour laws and reducing agricultural subsidies.Now India is growing at a good rate.
Or we can say second highest rate in this world.But still we have a way ahead because its almost 44 years when the ruling congress
did not allowed any liberalization.
If India grows at 6 percent per annum on a sustained basis, it
will take 14 years to reach the current level of per capita income of
People’s Republic of China, 36 years to reach Thailand’s, and 104
years to reach that of the United States. Thus, the need for
accelerated growth can hardly be overemphasized. At the same time,
the task of implementing reforms in a democracy is complex.
Therefore, those wishing for rapid reforms will need to be patient. The
good news, however, is that the experience of the past decade shows
that change can occur. Moreover, the success of the reforms in
delivering growth and poverty reduction must make the road to future
reforms less bumpy. The support for reforms today, though far from
universal, is fortunately much stronger than it was 10 years ago.